Chapter

Open Innovation in the Automotive Industry: A Multiple Case-Study

In book: Management of Technological Innovation in Developing and Developed Countries
Source: InTech
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    ABSTRACT: Companies have historically invested in large research and development departments to drive innovation and provide sustainable growth. This model, however, is eroding due to a number of factors. What is emerging is a more open model, where companies recognize that not all good ideas will come from inside the organization and not all good ideas created within the organization can be successfully marketed internally. To date, Open Innovation concepts have been regarded as relevant primarily to ‘high-technology’ industries, with examples that include Lucent, 3Com, IBM, Intel and Millenium Pharmaceuticals. In this article, we identify organizations in industries outside ‘high technology’ that are early adopters of the concept. Our findings demonstrate that many Open Innovation concepts are already in use in a wide range of industries. We document practices that appear to assist organizations adopting these concepts, and discover that Open Innovation is not ipso facto a recipe for outsourcing R&D. We conclude that Open Innovation has utility as a paradigm for industrial innovation beyond high tech to more traditional and mature industries.
    R&amp D Management 05/2006; 36(3):229 - 236. · 2.51 Impact Factor
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    R&amp D Management 01/2006; · 2.51 Impact Factor
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    ABSTRACT: Open Innovation" refers to an opening of the innovation process towards users' and other stakeholders' knowledge, creativity and skills. While open innovation initiatives can take a variety of forms, such as Crowdsourcing, Co-Creation Toolkits or Netnography, the question how open innovation efforts can be permanently anchored within a company is yet hardly addressed. This paper provides a conceptual framework how companies can implement co-creation activities in a permanent and sustainable way. We claim that a holistic approach of collaborative innovation requires not only a skill set of tools and methods but also adapted innovation processes, organizational routines and cultures. The introduced programmatic approach implies the need to think of co-creation as a strategic programme rather than as a "just in time" outsourcing of innovation tasks. A co-creation programme is characterized by continuous collaborative relationships with users, consisting of various internal and external cycles of acquiring and assimilating the users' value contributions. To illustrate the applicability and benefits of such a programmatic approach, the example of the BMW Group Co-Creation Lab is outlined and discussed.
    01/2010;

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